Tag: Memory

 

What are the most commonly used job evaluation systems in Zimbabwe?

What are the most commonly used job evaluation systems in Zimbabwe?

We recently undertook a survey to appreciate the most commonly used job evaluation systems in Zimbabwe. 82 Zimbabwean organisations employing a total of 54 964 employees participated in the survey. The smallest participating organisation employed 12 people and the largest employed 16 000 people.   In basic terms, job evaluation is a process of comparing […]
What Makes Teams Successful in Organisations

What Makes Teams Successful in Organisations

When people work together as a team in every endeavor of life they tend to achieve more than individuals. Most organisations have a budget item on team building every year for various teams in the organisation, including executive teams. What is surprising though is that most of the team building interventions fail. They fail because […]

Designing a Recruitment and Selection Policy that drives business performance

Every business should have a recruitment and selection policy. The purpose of a recruitment and section policy is to ensure that the business get the right people for each role in the organisation.  The right people means employees who can on day one, start adding value according to the requirements of each job.  However there […]

State of the Nation Address: An HR Perspective

In the state of the nation address the President highlights a number of areas where human resources can play a part.  The human resources implications are all derived from the business imperatives also highlighted in the same statement. The President indicated that “Zimbabwe is open for business.” We are likely to get investors from all […]

Mistakes organisations make when carrying out a skills audit

A skills audit is a process of taking stock of what skills are within the organisation versus what is expected. The skills audit should always cover the following, and this is in order of priority: cognitive ability; organisation specific competencies; technical competencies (specific to each job family or role, for example, finance employees must know […]

Companies seriously need to reconsider their remuneration systems

The biggest challenge facing Zimbabwean organisations today is to manage wages and salaries against the worsening economic environment. This is the time for the country, industry and individual organisations to rethink their remuneration systems. The major problems which I have alluded to in my previous articles are that wages and salaries are based on grade […]

Why Zimbabwean Products are not Competitive- A Productivity Perspective

The OECD defines country or national competitiveness as “the degree to which a country can, under free and fair market conditions, produce goods and services which meet the rest of the international markets, while simultaneously maintaining and expanding the real incomes of its people over the long term.” In order for Zimbabwe to achieve this […]

Remuneration Challenges & Recommendations – A Country Perspective

Country Wage System overview Staff costs take a big junk of what every business generates in revenue hence the high level of attention it attracts from senior corporate leaders and shareholders. Despite the significance of optimal staff costs in running a successful business most organisation have no coherent strategy to harness the value from what […]
Why Performance Management is a waste of time and resources

Why Performance Management is a waste of time and resources

In most organisations, performance management is a waste of time and resources. Whilst most organisations claim to use some form of performance management systems very few have realised the full benefits of such a system. The major reasons for failure of performance management systems is poor design and implementation and general lack of political will. […]
Nepotism in companies must stop

Nepotism in companies must stop

The results show that there is high prevalence of nepotism in Zimbabwean organisations. When asked to indicate the prevalence of nepotism in their current organisation, of 718 employees who answered this question, 31.3% said there is high prevalence of nepotism in their organisation, 30.1% indicated moderate prevalence, 24.9% indicated low prevalence and 13.6% indicated no […]
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